In line with the Inter-Agency Transformative Agenda, OCHA worked with the humanitarian community to improve the emergency response.

Year in Review

Humanitarian needs were high throughout 2012 due to unresolved political issues between South Sudan and Sudan, and the legacy of decades of conflict. Not all of the humanitarian challenges in 2012 were anticipated. For example, more than 180,000 refugees fled conflict in Sudan’s South Kordofan and Blue Nile states, though humanitarian agencies had only anticipated 40,000 refugees, stretching the humanitarian response.

In 2012, the number of people requiring food assistance doubled from 1.2 million to 2.4 million. By the end of the year, humanitarian partners had provided support to more than 2.7 million people. More than 190,000 people were displaced due to internal violence, and 155,000 South Sudanese who returned from Sudan required humanitarian aid.

The Government, already struggling to provide basic services in many areas, saw its response capacity diminish when oil revenues dried up due to the oil shutdown in early 2012. In response, more than 30 separate relief operations were undertaken in 2012.

South Sudan’s challenging operating environment in 2012 continued to require innovative strategies, such as pre-positioning stocks, improving emergency response and protection, and increasing livelihood support and resilience.

OCHA increased support to State-level cluster-coordination capacity. This included a review of OCHA’s presence in eight of the 10 states, leading to the decision to close the Eastern Equatoria sub-office. Freed resources helped strengthen OCHA’s response capacity in Western Bahr-el Ghazal and increased in-country surge capacity.

OCHA strengthened Government capacity to carry out needs assessments, and it improved overall response capacity by supporting the pre-positioning of emergency supplies in field hubs, particularly ahead of the rainy season. OCHA led the development of the South Sudan humanitarian contingency plan and supported eight core relief pipelines by advocating for adequate funding from donors and pooled funds.

Access to people in need remained a challenge. There were numerous incidents of harassment and commandeering of assets by State and non-state actors. Humanitarian partners reported 197 access incidents, representing a 48 per cent increase compared with 2011. The highest number of incidents (55) was reported in the capital, Juba and were related to bureaucratic impediments. Many of these constraints affected activities across the country.

Physical access remained extremely challenging in South Sudan, with more than 60 per cent of the country cut-off during the rainy season. Road access to key humanitarian response locations—including Pariang County in Unity, Maban and Renk counties in Upper Nile, Pibor County in Jonglei and Twic County in Warrap—was minimal or non-existent from July to December, necessitating expensive air operations.

OCHA negotiated humanitarian access with the Government on behalf of the humanitarian community to facilitate safe and timely access to people in need. OCHA also provided guidance and support to humanitarian partners facing access constraints. OCHA set up the Access Working Group to track access constraints and to provide a common platform to advocate unhindered humanitarian action. The group’s access database provided up-to-date information on humanitarian interference and provided a strong evidence base to strengthen access negotiations.

In 2012, OCHA-managed humanitarian pooled funds ensured that priority needs (as agreed by the clusters, HCT and the Common Humanitarian Fund (CHF) Advisory Board) were adequately addressed. Over $109.3 million was disbursed to humanitarian partners through the South Sudan CHF in 2012. The Central Emergency Response Fund and CHF were vital tools for timely resource allocation. Combined, they contributed $158.3 million to the overall requirements of the Consolidated Appeal in 2012. The CHF supported 180 projects, with 74 per cent implemented by NGOs and 26 per cent by UN agencies.

Performance Framework 2012-13

RESULT 1: AN EFFECTIVE HUMANITARIAN COORDINATION SYSTEM ESTABLISHED IN COUNTRY

Indicator 1 Decisions taken by Humanitarian Country Team (HCT) led to improved delivery of humanitarian assistance to vulnerable people.

BASELINE 2011

The HCT meets biweekly and is an effective, collaborative decision-making body. It focuses attention on the most urgent issues, requests updates from clusters and agencies on the issues most relevant at any given point in time, and provides overarching guidance on the humanitarian strategy. Emergency preparedness efforts in late 2010, in preparation for the referendum and subsequent independence, led to the successful delivery of assistance to people displaced by the Abyei crisis, returnees and those affected by the surge in inter-communal and rebel violence.

TARGET 2012-13

2012: The HCT will make policy and strategy decisions that ensure humanitarian assistance continues in a robust manner, while placing the humanitarian sectors strategically within the wider international aid engagement in the country, which is scheduled to be established in late 2012. The HCT will ensure significant progress continues towards developing and implementing an exit strategy for the relief operation. OCHA will establish platforms for information exchange and coordination, as appropriate with deployed international military forces, including UN Mission military and the armed forces of the Republic of South Sudan as required and ensure that guidelines framing this relationship are available.

2013: The HCT will make policy and strategy decisions that ensure humanitarian assistance continues according to prevailing and assessed needs, while ensuring the downsizing of the humanitarian operation should the situation improve.

PROGRESS REPORT 2012

The HCT maintained oversight of the humanitarian operation in the country, responding to several emergencies that included rising food insecurity, increased refugee influx from Sudan, and the Jonglei crisis between December and February. The HCT also provided strategic support in relation to Abyei and returnees from Sudan.

Tensions between Sudan and South Sudan remained throughout 2012, almost culminating in war in April 2012. This, coupled with the austerity measures due to the shutdown of oil production in September, further weakened the Government’s capacity to provide social services. With an economic crisis facing the country in 2012 and continued austerity as oil production failed to come online, humanitarian partners continued to provide front-line services in 2012, stalling substantive discussions on exit strategy or the scaling-down of humanitarian operations.

A Civil-Military Advisory Working Group was established in Juba as a forum for the UNMISS military, NGO forums and UN agencies meeting monthly to address issues of civil-military coordination in humanitarian operations. There was no significant engagement with SPLA/SSNPS in relation to civil-military issues (to be addressed in 2013).

Key stakeholders regularly state that the HC and the HCT are effective and respected, and that they are satisfied with the level of consultation and the policy decisions. The HCT is comprised of UN humanitarian agencies, five representatives from the NGO community and key humanitarian donors.

TARGET 2012-13

Stakeholders continue to see the recent re-engagement of OCHA at the state level as producing a more coordinated and more effective and principled emergency response. Stakeholders continue to see the HCT and HC as effective and OCHA’s support to them as a critical part of their success.

PROGRESS REPORT 2012

Positive feedback was provided in relation to the HC and HCT mechanisms through a variety of sources, including the ODSG visit in April 2012 and the IASC TA Champions visit of May 2012. OCHA South Sudan partners assessed the effectiveness of OCHA’s coordination leadership during the first global partner survey, resulting in a satisfaction index for South Sudan of 7.9 (out of 10).

OCHA worked in 2010 to support the HCT in the roll out of the cluster system. OCHA facilitates an operational briefing at each inter-cluster coordination meeting and facilitates both formal and bilateral discussions on inter-cluster issues. In the six states where OCHA is present, it works to support vertical cluster communication within the clusters (state to Juba) and horizontal coordination (inter-cluster at the state level). OCHA offers secretariat service to the inter-cluster mechanism to ensure documentation and follow-up of decision taken. Cluster and inter-cluster planning and monitoring capacity at state level need improvement.

TARGET 2012-13

2012: Cluster coordinators continue to improve their perception of the Inter-Sector Working Group (ISWG) as an effective place to discuss operational issues and a forum that is responsive to their needs. Communication and operational monitoring and guidance from clusters in Juba to clusters in the state will have improved, as will inter-cluster coordination at the state level; cluster and inter-cluster planning and monitoring capacity will be established at the state level.

2013: Robust cluster capacity established at the state level. Clusters capacity to scale down and converge into sector according to the state government capacity to manage and fund the operation.

PROGRESS REPORT 2012

There was sustained, full participation of all 11 cluster coordinators and co-coordinators in the biweekly ISWG meetings as a planning and decision-making forum. Through the ISWG, cluster coordinators and co-coordinators provided input to the HCT agenda, particularly related to field operations such as Jonglei and Abyei. Continuous consultations took place between the HCT and ISWG, facilitated by OCHA, on critical issues such as the parameters of the CAP 2012 and CHF allocations. The ISWG developed prioritization criteria for limited logistics air assets that were endorsed by the HCT, including the targeted support to the refugee operations.

There is an ongoing effort to improve cluster coordination at the State level. Nearly all clusters were established or formalized at the State level with a clear focal-points system. Inter cluster and HCF are established in all eight States led by OCHA and RRC. A major challenge in devising a strategy for improved cluster and inter-cluster coordination at the sub-national level was identifying focal points with the right capacity in each State, as this was an additional responsibility for the volunteering agency. Another challenge was the limited number of actors in some States.

Result 2: A SHARED SITUATIONAL AWARENESS OF HUMANITARIAN NEEDS GUIDES A COMMON RESPONSE

A State Humanitarian Action Planning process was piloted in 2010 and included the completion of needs assessment and analysis at the county level, using standardized indicators. This effort provided the opportunity for actors in each state to conduct for the first time a comparative analysis of needs and determine the priority areas for future humanitarian programming, using evidence as the basis. Standardized indicators are being revalidated by the clusters as part of the preparation for the 2012 CAP, and more detailed needs assessment plan will be finalized by end 2011.

Target 2012-13

2012: By end of the year, highest priority inter-sector field assessments will have been conducted by the clusters and additional data will have been collected to further build the evidence base, and to begin to note trends over time. In 2012 the CO will add a M&E officer to reinforce need assessment and monitoring capacity.

2013: By end year, additional inter-agency field assessments will have been conducted by the clusters to provide data for previously undocumented counties. Counties assessed in 2010-2012 will again be assessed to note trends over time and identify impacts of the humanitarian operation.

PROGRESS REPORT 2012

As part of the CAP process, the clusters documented a series of assessments, gaps identified and plans for covering gaps. The Inter-Agency Rapid Needs Assessment (IRNA), rolled out between May and July 2012, also supported coordinated assessments at the State level.

Through the recruitment of an M&E Officer and eight UNVs, support to the CHF and CAP monitoring was strengthened in 2012. A working group was activated at the Juba level. It mapped out monitoring and reporting practices, which will help to develop a monitoring and reporting framework for the CHF and the CAP. UNVs also supported cluster-monitoring efforts. Links with the ISWG were maintained through the M&E Officer.

Indicator 5 Common response plan endorsed by the HCT fully reflecting priority needs in line with IASC-approved appeal policy and guidelines.

Baseline 2011

The Consolidated Appeal is recognized by donors and other stakeholders as having a well analyzed plan, reflecting the realistic key strategic priorities for the humanitarian operation for the year. It reflects the opinions of not only the HCT, but also the wider humanitarian community. Projects in the CAP target prevalently priority humanitarian needs.

Target 2012-13

2012: OCHA will follow the processes established in country to develop the common strategy – this will include open stakeholder consultations, discussions with HCT participants, key donors and the wide circulation of a plan drafts for comment and adjustment before finalization. Less than 35 per cent will not strictly relate to life-saving activities.

2013: With other transitional planning and funding mechanisms in place, the CAP 2013 will include 75 per cent of projects in response to residual humanitarian needs.

PROGRESS REPORT 2012

The CAP 2012/2013 process followed established procedures, starting with the consultative workshop held in Juba in August 2012. There was a high participation of donors, the Government, UN agencies, and national and international NGOs. The outcome of the workshop and the draft CAP document were circulated to the HCT and clusters for endorsement before finalization.

Thirty-six per cent of the CAP 2012 projects were rated as low priority/ not life-saving activities in line with established cluster-specific and HCT project-prioritization criteria.

Indicator 6 Per cent of an appeal’s requirements prioritised in the highest category.

Baseline 2011

61 per cent of projects in the CAP are prioritized in highest category rating.

Target 2012-13

65 per cent of projects in the South Sudan 2012 CAP are prioritized in highest category rating.

70 per cent of projects in the 2013 CAP are prioritized in highest category rating.

PROGRESS REPORT 2012

CAP 2012: 41 per cent (high category), which reflects a more rigorous and strict vetting process by the clusters to ensure that only life-saving projects received a high rating, in line with cluster-specific and HCT project-prioritization criteria.

Indicator 8 Level of satisfaction expressed by stakeholders with the IM products supporting the analysis and monitoring of the programme cycle.

Baseline 2011

Partners regularly commend OCHA’s IM support, including on needs assessments and analysis. OCHA manages three databases that enable the CO to collect, document, and analyze ongoing trends in the humanitarian situation and response. OCHA also regularly conducts data analysis and mapping for cluster specific needs assessment data at their request.

Target 2012-13

OCHA’s IM Unit and Field Coordination Unit will continue to support the clusters in the development, documentation and analysis of data, including cluster dashboards, infographics and maps and database/spreadsheets of assessment data.

PROGRESS REPORT 2012

The IM Unit supported clusters and the humanitarian community with regular and customized products, including maps, infographics and trend analysis. The unit maintained the hostilties incidents, humanitarian access and 3W databases, where detailed documentation and data analysis was performed, contributing to decision-making in humanitarian preparedness and response.

The global partner survey conducted in early 2013 assigned OCHA South Sudan a satisfaction index on its IM products of 6.4 (out of 10).

Result 3: A WELL-RESOURCED COMMON RESPONSE PLAN REGULARLY MONITORED

Indicator 9 Per cent of CERF allocations that are made towards highest priority projects.

Baseline 2011

Seven, 101, and 30 allocations have been made under CERF, CHF and ERF respectively in 2011. 100 per cent of CERF and 75 per cent of CHF allocations were made toward highest priority projects. 30 per cent of ERF project allocations were made according to criteria set out in the ERF Charter. 70 per cent of ERF project allocations were small allocations made through the CHF allocation process and directed to receive money from the ERF.

Target 2012-13

2012: 100 per cent and 80 per cent of CERF and CHF allocations respectively are made toward highest priority projects. The ERF as such will be discontinued in favour of a standard emergency reserve mechanism within the CHF.

2013: 100 per cent and 90 per cent of CERF and CHF allocations respectively are made toward highest priority projects.

PROGRESS REPORT 2012

On track. 90 per cent of the two CERF allocations in 2012 were made against high-priority projects (HPps) of the CAP, while 83 per cent of CHF allocation targeted HPps. The ERF was successfully discontinued and its functions absorbed by the newly established South Sudan Common Humanitarian Fund (CHF) through the emergency reserve window.

Clusters are currently tracking, monitoring and reporting on their achievements on a monthly basis.

Target 2012-13

Clusters are expected to continue tracking, monitoring and reporting on these achievements on a monthly basis. Frequency of reporting will likely drop to quarterly in 2013. Additionally, a cluster-based monitoring mechanism will be put in place in the framework of the CHF M&E mechanism.

PROGRESS REPORT 2012

The cluster monthly reports of achievements were discontinued due to the lack of comprehensive information at the cluster level, limited cluster capacity, a lack of relevance in tracking many key indicators on a monthly basis and in-house capacity within OCHA to analyse new raw data.

It is expected that South Sudan CHF will be established before 2012. Consultations on establishment of CHF have emphasized the need to have clear and strong monitoring and evaluation mechanisms. OCHA will present an options paper for monitoring and evaluation before the fund is established. During the previous Sudan CHF, OCHA facilitated monitoring and reporting by CHF recipient organizations against targets set during the allocation phase. The reporting rate against the Sudan CHF 2010 allocations was 92 per cent.

Target 2012-13

2012: 30 per cent of projects allocated CHF will be visited by OCHA staff (or cluster appointed monitoring officer) for monitoring purposes. 95 per cent of projects allocated CHF submit their monitoring and reporting forms.

2013: 40 per cent of projects allocated CHF will be visited by OCHA staff.

PROGRESS REPORT 2012

The establishment of the South Sudan CHF did not occur until February 2012. The agreement on a context-specific monitoring and reporting framework (M&R) was reached in June on the basis of a policy paper presented by OCHA. The M&R hinged on the recruitment of an OCHA M&E officer and monitoring specialists (UNV) assigned to each cluster. As staff joined the operation in the third quarter of the year, it was not possible to conduct monitoring field visits according to a monitoring plan. However, progress was made in developing monitoring and reporting forms.

98 per cent of projects that were allocated CHF funds submitted their monitoring reports.

The last client satisfaction survey conducted in country in May 2010 (by the southern Sudan office) indicated that 54 per cent of stakeholders were satisfied with the manner in which OCHA managed the Sudan pooled fund (CHF and CERF) processes. OCHA initiated pragmatic improvements in subsequent Sudan CHF allocations and CERF proposal development processes to address areas of weakness.

Target 2012-13

2012: 67 per cent of stakeholders are satisfied with the manner in which OCHA South Sudan manages the pooled fund (CHF and CERF) processes.

2013: 75 per cent of stakeholders are satisfied.

PROGRESS REPORT 2012

In early 2013, OCHA conducted a global partner survey that, among other topics, assessed OCHA’s effectiveness in managing pooled funds. OCHA South Sudan received a satisfaction score of 8.0 (out of 10) from its key stakeholders.

Result 4: IMPROVED ACCESS BY ALL VULNERABLE POPULATIONS TO SERVICES AND ASSISTANCE

Access has deteriorated rather than increased over the past year, due to the rise in hostilities, the re-laying of landmines, persisting indiscipline by the national army (the SPLA) and incidents of interference or obstructionism by local authorities. Logistical access improves slightly each year, but remains a major barrier to accessing populations. The CO’s capacity to track, monitor and advocate for improved access has improved significantly in the past 18 months.

Target 2012-13

2012: Continued advocacy and negotiations with state actors to ensure safe, timely and impartial humanitarian assistance to challenging locations, including areas affected by active hostilities, military operations or ethno-political tension. The reduction of the incidence of interference and harassment by security forces, through high-level advocacy with state actors, liaison with SSR trainers, and operational negotiations led by CO officers in the states. The reduction of operational challenges generated by ad hoc and negative policies imposed by government officials, by strengthening national access policy and supporting its implementation.

2013: The CO is expected to continue work on the above objectives, assisting humanitarian partners in overcoming or mitigating/avoiding access constraints to conflict-and disaster-affected locations and clarity and consistency in the application of government humanitarian policy.

PROGRESS REPORT 2012

Humanitarian access further deteriorated between 2011 and 2012, with a 48 per cent increase in the number of reports received by OCHA. The CO continued to expand capacity for monitoring & reporting as well as advocacy and negotiations. However, the external environment resulted in increased bureaucratic impediments (arising from newly introduced policy frameworks, such as visa and work permit regulations) and harassment/taxation (partly due to the impact of austerity measures on the economic situation).

Indicator 14 Number of arrangements to facilitate access developed and implemented through engagement with the relevant actors.

Baseline 2011

A framework for access to populations along the Sudan-South Sudan border and Abyei has been developed and signed by the Government of South Sudan, but remains unusable due to its rejection by Government of Sudan. South-South access ‘compacts’ – between humanitarian partners and the Government of South Sudan and non-state armed groups respectively – have been drafted, along with implementation and dissemination plans. Access principles have been written into a draft NGO bill and a monthly government-partner forum established in Juba to discuss access and other key humanitarian policies on an ongoing basis.

Target 2012-13

2012: The CO office will continue to work with the Sudan humanitarian country team to facilitate and support provision of humanitarian aid and access across border to the people that are in need. Support the Government of South Sudan’s humanitarian agencies to strengthen national access policy and adopt relevant legislation and regulations, such as a principles-based NGO bill. If needed, the CO will develop and roll out access ‘compacts’ for signature by government and rebel groups.

2013: Government and security services have adopted policies allowing safe and timely humanitarian access, grounded in humanitarian principles. Policies are supported by mechanisms established to monitor compliance and investigate abuses or malpractice. The CO continues to mainstream access into its reporting and advocacy – including reporting successes – and encouraging security sector reform colleagues to mainstream access in training.

PROGRESS REPORT 2012

The CO provided regular updates to the Sudan HCT on humanitarian needs in conflict-affected border areas, and it maintained contact with humanitarian partners responding to these. In South Sudan, OCHA pushed for consultation of and coordinated comments from humanitarian partners on two drafts of the NGO bill. No access compacts were required.

The HC has routinely approached the CO for briefings on individual access cases or general situational overview, and has used CO briefings as the exclusive basis for advocacy with the President, Vice President, other Government of South Sudan ministers and State Governors. The CO also operates as the chief and most authoritative source of access information for humanitarian partners, evidenced by requests for reports, briefings and common talking points by the HCT, donors and NGO policy and security advisers in early 2011. The CO has ensured that national NGOs are more informed about access, by providing briefings and reporting templates to the national NGO forum. The CO works closely with government partners to promote their understanding of access and role as interlocutors with other government branches.

Target 2012-13

We expect that stakeholders will continue to look to the CO as the chief source of humanitarian access information, analysis, policy and advocacy in South Sudan. The CO also expects to respond to requests for guidance and support in resolving serious humanitarian access incidents, in collaboration with UNDSS. The Government of South Sudan is supported to inform other state authorities on access challenges and policy.

PROGRESS REPORT 2012

The CO continued to be regarded as the most authoritative source of access information. Humanitarian partners’ participation in access analysis was strengthened through the sharing of monitoring/reporting responsibilities at the Access Working Group. Office staff received frequent requests for support in resolving serious access incidents, and they engaged on a regular (at least weekly) basis with senior Government officials to overcome these. OCHA Sudan received a satisfaction score of 9.0 (out of 10) for its continuous efforts to keep partners informed on access.

Result 5: STRATEGIC COMMUNICATION INFLUENCES A BROADER AGENDA

Indicator 16 Humanitarian principles and priorities are reflected in the strategies/plans of non-humanitarian actors.

Baseline 2011

As part of the integrated planning team, OCHA successfully advocated for humanitarian concerns to be addressed in the design of the new DPKO mission (UNMISS). UNMISS was established with a mandate to facilitate a conducive environment for humanitarian interventions, but was not given a broader mandate or posts for humanitarian work itself. OCHA, alongside UNHCR, the protection cluster and others, also advocates successfully on daily operational issues with the mission, particularly relating to protection of civilians.

Target 2012-13

2012: Continued advocacy efforts and cooperative engagement with the mission will work to shape the mission from its establishment and throughout its first full year (2012) to ensure it successfully implements the Protection of Civilians (PoC) and humanitarian-support parts of its mandate, without blurring lines and infringing on humanitarian work. OCHA, alongside UNHCR, the protection cluster and others, will continue to liaise on an operational level to assist the mission prioritize its engagement, in the benefit of protection of civilians and humanitarian work.

2013: OCHA will engage transition and development partners to ensure that humanitarian concerns are incorporated into their planning processes to avoid a reversal of positive trends.

PROGRESS REPORT 2012

OCHA established excellent coordination with UNMISS in 2012 through formal and informal coordination structures. OCHA advocated with UNMISS on a daily basis (especially through the Joint Operations Centre) to ensure respect for humanitarian principles and to avoid blurring of lines. OCHA engaged on the development of a PoC strategy as well as related tools (PoC Jonglei matrix, Guidelines on Protection at UNMISS bases, human rights due diligence policy, etc.) and met regularly (at least weekly) with PoC advisers at Juba as well as the field level (through PoC Technical/Working Group and bilateral consultations). The CO’s contribution on representing humanitarian concerns on PoC issues was particularly crucial during the second half of 2012, when staff turnover prevented UNHCR from regularly attending meetings and following developments.

Indicator 17 Per cent of humanitarian partners viewing OCHA as effective in influencing the broader agenda.

Baseline 2011

Partners perceive OCHA to be having a positive influence over non-humanitarian actors, including UNMISS, the government and the SPLA.

Target 2012-13

OCHA expects partners will continue to view its work in this area in a positive light in 2012, as OCHA continues to engage with UNMISS on PoC and humanitarian support issues and as OCHA presses forward in engaging more strongly in defense and resolution of lingering access issues and to guide the development and drafting of humanitarian policies by the Ministry of Humanitarian Affairs and Disaster Management.

PROGRESS REPORT 2012

Humanitarian partners regarded OCHA as the primary entry point for engagement with UNMISS. The CO engaged extensively (at least weekly on a formal and informal basis) with the Ministry of Humanitarian Affairs and Disaster Management (MoHADM) to guide the development of policies and to work towards an improved relationship between humanitarian partners and the Government. This is reflected in the survey results, with OCHA Sudan partners assigning the office a satisfaction index of 7.1 (out of 10) for its strategic communication and advocacy.

Result 6: GOVERNMENTS AND HCT BETTER PREPARED TO COORDINATE AND RESPOND TO FUTURE EMERGENCIES

Indicator 18 Integration of international tools and services in national contingency plans and other government plans.

Baseline 2011

There are currently no national government contingency plans or other related plans.

Target 2012-13

2012: The HCT, supported by OCHA, will support the Government of South Sudan in developing a disaster preparedness and emergency response capacity building strategy.

2013: The roll out of the strategy for building national disaster preparedness and emergency response capacities will have begun by end 2013.

PROGRESS REPORT 2012

The 2012 target was not met due to the departure (and non-replacement) of the Oxfam-seconded Policy Officer who worked on Government capacity-building. The CO provided substantive input (in cooperation with the NGO Forum) into the draft NGO Bill, with the latest version of the draft bill showing that much of the requested inputs were incorporated. The office facilitated the MoHADM and the Relief and Rehabilitation Commission in attending a regional workshop on IDRL. There is no GoSS policy yet on disaster management, but MoHADM is preparing such a policy framework that may be ready by October 2013.

Indicator 19 Inter-agency contingency plan in place to address new or resurgent emergencies.

Baseline 2011

A comprehensive contingency plan was developed by the HCT in preparation for the referendum and independence. It was consulted with the HCT, reflects the contributions of the clusters and was validated and designed in part by partners within each state. The last version was updated just before the July 2011 independence.

Target 2012-13

2012: Contingency plan is adjusted to reflect the widely changing context in South Sudan during its first year of statehood. The basic emergency response management framework will remain, but preparedness and specific emergency interventions will be updated.

2013: CP plan adjusted to reflect the expected incremental increases in Government capacities.

PROGRESS REPORT 2012

The HCT endorsed two contingency plans during 2012: one for Jan-June and one for July-Dec. These were prepared by the clusters and compiled by OCHA. Following the border conflict with Sudan in April 2012, the worst affected states also prepared state-specific contingency plans.

For January to June 2013, a contingency plan was prepared based on the CAP worst-case scenario. All 10 states also have state-specific contingency plans prepared.

Result 7: RECURRENT HUMANITARIAN CONCERN ADDRESSED THROUGH LONGER-TERM DEVELOPMENT STRATEGIES

OCHA and other humanitarian actors have participated in the development of the South Sudan Development Plan (SSDP), and are participating in the development of the UNDAF (as part of the UNCT). Clusters also participated in the development of the SSDP to ensure it reflects the vulnerabilities and humanitarian needs of the population.

Target 2012-13

By end 2012, it is hoped that the CO will have established regular engagement with development actors, once the aid architecture for South Sudan is developed and in place. By end 2013, it is expected that through OCHA’s engagement with development actors and donors, funding for basic service delivery (currently done by NGOs primarily) will have been fully picked up by the development portfolio and sector coordination leaded by the Government of South Sudan are in place.

PROGRESS REPORT 2012

The CO engaged regularly with development actors (UN agencies, NGOs and donors) through a variety of forums to ensure that front-line services were maintained in hotspot areas until other delivery, regulatory and funding mechanisms were in place, linking short-term action to longer-term goals.

In South Sudan, humanitarian aid dominated and accounted for 56 per cent of total aid flows; the highest percentage among the G7+ countries. The CO sought to ensure that at a minimum, humanitarian assistance did not undermine development action, and humanitarian action was designed with a view to increasing resilience and dovetailed with development action.